Report development of human resources hrm report grp4
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Report development of human resources hrm report grp4
- 1. Kristian Peralta | Macki Cosgayon Thea Obamos | Gigi Alba
- 2. Functions of Human Resource Management 1. Job Organization and Acquisition 2. Human Resource Retention 3. Development of Human Resources 4. Separation
- 3. Objectives By the end of this session, participants should be able to: Define training, learn its goals and objectives, and explain its significance to the organization Identify and explain the 4-stage Training Cycle
- 4. Objectives Give examples of training strategies that organizations use for human resource development Define career planning, learn its goals and objectives, and explain its significance to the organization Enumerate the 4 steps in the career planning process and explain the strategies used
- 5. Objectives Define employee engagement and explain its significance to human resource development Give examples on how to generate employee engagement in the organization
- 6. Training
- 7. Training & Development Definition Training – an organization’s planned effort to facilitate employees’ learning of job-related competencies Development – formal education, job experiences, relationships, and assessments of personality and abilities that help employees prepare for the future.
- 8. Objective of Training To help the organization achieve its mission and goals by improving individual and, ultimately, organizational performance
- 9. Significance of Training Maintains qualified products and/or services Achieves high service standards Provides information for new comers Refreshes memory of old employees Achieves learning about new things; technology, products/service delivery
- 10. Significance of Training Reduces mistakes – minimizing costs Opportunity for staff to give feedback/suggest improvements Improves communication & relationships – better teamwork
- 11. Benefits of Training Improved employee morale Less supervision Fewer accidents Chances of promotion Increased productivity
- 12. Basic Grounds for Training 1. New Hire Training 2. Retraining 3. Technology Training 4. Uptraining
- 13. Training Methods 1. On-the-job Training 2. Off-the-job Training
- 14. The Training Cycle Identify learning need Design training Deliver training Evaluate training
- 15. Management Development Mentorship Leadership Training Executive Education
- 16. Career Planning
- 17. Career Planning Career - the series of work-related positions a person occupies throughout life Career planning - establishing a plan that indicates an individual’s path in his career, in consideration of his skill sets, interests, and future goals
- 18. Significance of Career Planning Goal-driven productivity Personal and organizational growth Succession planning Position alignment with skills and interests Financial advantages of in-house experts
- 19. Objective of Career Planning Develop employee career plans that take into account their skills, interests, expertise, and preferences, matching them with specific steps and actions for development and growth, in alignment with a company’s organizational goals
- 20. Career Planning Organization-centered career planning Individual-centered career planning
- 21. Career Planning: Organizational & Individual Organizational Individual Note changes in interests & goals as career and life stage change Assess alternative paths inside & outside the org Plan life & work goals Identify personal abilities & interests Develop & audit a career system for the org Assess individual potential & training needs Plan career ladders Identify future organizational staffing needs
- 22. 4-Step Career Planning Process Self Assessment Exploration & Research Gaining Experience & Credentials Implementing Career Strategy
- 23. Strategies in Career Planning Aptitude and personality testing Income graphing Job rotations Internal hiring Lateral and vertical transfers Work-life balance
- 26. Campbell’s Soup CEO Doug Conant “To win in the marketplace you must first win in the workplace.”
- 27. Definition Employee engagement - the emotional commitment the employee has to the organization and its goals
- 28. Employee Engagement Engaged employees Higher service, quality, & productivity Higher customer satisfaction Increased sales Higher levels of profit
- 29. Employee Engagement Drivers Employee perceptions of job importance Employee clarity of job expectations Career advancement opportunities Regular feedback and dialogue with superiors Quality of working relationships with coworkers Perceptions of the values of the organization Effective internal employee communications
- 30. Characteristics of an Engaged Employee Highly productive Involved Takes ownership Committed Empowered
- 31. Engaging Employees Planning Survey Flexibility Trust Compensation Games Recreation
- 32. How 3 Organizations Ensure Human Resource Development through Training, Career Planning, and Employee Engagement
- 33. Directly hires employees except utility staff Conducts employee orientation after contract signing New hire classroom/exposure training for 7 days, 1 month buddy system (shadowing) Contractual employees for 5 months, performance evaluation for regularization before 6th month
- 34. Bi-annual performance appraisals Medical, dental, and cooperative benefits upon regularization Basic salary with incentives and bonuses Training for newly-rolled out polices and processes, constant training for customer care Training for leadership, communication, decision-making, team building
- 35. Lateral and vertical job movements Loyalty awards with rewards for year 5/10/15/20…
- 36. Directly hires employees except utility staff Conducts employee orientation after contract signing New hire classroom training for at least 3 weeks (depending on client requirements), at least 2 weeks of nesting 6-month probationary period, quarterly performance appraisals with yearly performance-based salary increase
- 37. Lifestyle benefits: Teletech passport (discount card), game rooms, concerts, award nights, family day, summer outing, team building activities, etc. Internal lateral and vertical job movements with opportunities for interim positions, leadership and management trainings Basic salary, allowances, and performance- based incentives, commissions, bonuses, Teletech Dollars and Teletech Store
- 38. Employee referral programs Teletech University Technology based systems for transparency: Intranet system, Kronos for schedule and pay monitoring, Sick Hotline for calling in sick, IT portal for technology- related issues, etc. Partnership with Cornell University for online courses
- 39. 1-month new hire training and orientation at Training Center, branch immersion 1-2 days for existing employee seminars (branch, region, hub) Technical training (branch, region, hub) 1-month training for Customer Service Representative (CSR) to New Accounts Clerk (NAC) 2-week training for CSR to Loans
- 40. 1-week training for lateral operations transfers 1-month New Systems Training (Training Center), 1-week immersion, 1-month rotation among departments and/or branches 4-month training for Branch Operations Officers at the Training Center
- 41. 6-month Managerial Training at the Training Center Think Big Program - little ideas that can create a huge impact by economies of scale Other Orientations and Seminars Quarterly bonuses, performance-based salary increase, bonuses for year 5/10/15, bonus for passing board or bar exams
- 42. Medical, dental, and optical benefits Outings, anniversary and holiday parties
- 43. Sir Ken Robinson “You cannot predict the outcome of human development. All you can do is - like a farmer - create the conditions under which it will begin to flourish.”
- 44. References Anthony W.P., Kacmar, K.M., Perrewé, P.L. (2002) Human resource management: a strategic approach, 4th ed. Fort Worth : Harcourt College Publishers.HF5549 .A866 2002 Crim, Dan and Gerard H. Seijts (2006). "What Engages Employees the Most or, The Ten C’s of Employee Engagement". Ivey Business Journal. Retrieved 2013-01-24. Employee Commitment Remains Unchanged..... Watson Wyatt Worldwide. 2002. Retrieved 2006-11-07. Engage Employees and Boost Performance. Hay Group. 2002. Archived from the original on 2006-11-23. Retrieved 2006-11-09 Fresno State University Website (http://www.fresnostate.edu/studentaffairs/careers/alumni/planning/) Goldstein, I. L., Ford J.K. (2002) Training in organizations: needs assessment, development, and evaluation, 4th ed. Belmont, CA . HF5549.5.T7 G543 2002 Greer, C.R. (1995) Strategy and human resources – a general managerial perspective, Prentice Hall. Hamilton, Chris Top Ten Ideas for Employee Engagement http://smallbusiness.chron.com/top-ten-ideas-employee-engagement-31543.html Hulme, Virginia A. (March 2006). "What Distinguishes the Best from the Rest". China Business Review. Kruse, Kevin Forbes Website http://www.forbes.com/sites/kevinkruse/2012/06/22/employee- engagement-what-and-why/ Mathis, R. Human Resource Management 13th Edition
- 45. References MSG Experts (2013). Management Study Guide. Retrieved January 26, 2015, from Employee Training: http://www.managementstudyguide.com/employee-training.htm Noe, R. A. (2008). Employee Training & Development, 4th ed., New York: McGraw-Hill Irwin. Riley, Michael, (1996) Human resource management in the hospitality and tourism industry, 2nd ed. Oxford ; Boston : Butterworth-Heinemann. TX911.3.P4 R55 1996 Ryan, Richard M. and Edward L. Deci (January 2000). "Self-Determination Theory and Facilitation of Intrinsic Motivation, Social Development, and Well-Being". American Psychologist Association 55: 68–78. doi:10.1037/0003-066x.55.1.68. Archived from the original on 2006-12-12. Retrieved 2006-11-06. State Government of Victoria Website (http://careers.vic.gov.au/exploration/a-fair-workplace) United State General Accounting Office. (2004). Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government. GAO-04-546G.
Notes de l'éditeur
- A review on the Functions of Human Resource Management
- It is important to note that training focuses on improving an employee’s skill level as related to his/her current job; while development has a more long-term focus intended to help an employee prepare for future jobs.
- Training is crucial for organizational development and success. It is fruitful to both employers and employees of an organization. An employee will become more efficient and productive if he is trained well. 1. Improved employee morale – Training helps the employee to get job security and job satisfaction. The more satisfied the employee is and the greater is his morale, the more he will contribute to organizational success and the lesser will be employee absenteeism and turnover. 2. Less supervision – A well trained employee will be well acquainted with the job and will need less supervision. 3. Fewer accidents – Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The more trained an employee is, the less chances of committing accidents and the more proficient the employee becomes. 4. Chances of promotion – Employees acquire skills and efficiency during training. They become more eligible for promotion. They become an asset for the organization. 5. Increased productivity – Training improves efficiency and productivity of employees. Well trained employees show both quantity and quality performance. There is less wastage of time, money, and resources if employees are properly trained.
- New Hire Training - New candidates who join an organization are given training. This training familiarizes them with the organizational mission, vision, rules and regulations, and the working conditions. Retraining - The existing employees are trained to refresh and enhance their knowledge. Technology Training - If any updates and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing new equipment, changes in technique of production, computerization, among others. The employees are trained about use of new equipment and work methods. Uptraining - When promotion and career growth becomes important, training is given so that employees are prepared to share the responsibilities of the higher level job.
- 1. On the job training – this training method takes place in a normal working situation. It is a simple and cost-effective training method. The employees are trained in actual working scenario. The motto of such training is “learning by doing”. 2. Off the job training – this training method is provided away from the actual working conditions. It is generally used in case of new employees. Such method is costly and is only effective if a large number of employees have to be trained within a short time period.
- In order for the training to be effective, employers and trainers must follow the established training cycle. Training Designs are never generic. The processes vary depending on the needs of a particular company and the type of employees to be trained.
- Mentorship is a personal developmental relationship in which a more experienced or more knowledgeable person helps to guide a less experienced or less knowledgeable person Leadership Training is aimed at developing leadership abilities and attitudes of individuals Executive Education refers to academic programs at graduate-level business schools worldwide for executives, business leaders and functional managers
- Goal-driven productivity – employees are more driven to perform Personal and organizational growth – there is growth both in the individual employees and the organization as a whole as employees become more driven to succeed and move up the ladder Succession planning – responsibilities and accountabilities can be more clearly defined along with the roles the hierarchy Position alignment with skills and interests – each person is matched with a position that matches his skill and interest Financial advantages of an in-house experts – it is usually cheaper to promote within the organization that hiring externally
- Organization-centered career planning - focuses on identifying career paths that provide for the logical progression of people between jobs in an organization Individual-centered career planning - focuses on an individual’s responsibility for a career rather than on organizational needs
- Effective career planning considers both organization-centered and individual-centered perspectives.
- 4 Steps in the Career Planning Process Self-Assessment Personal Assessment (Skills, Values, Interests, Needs, Aptitudes & Personality) Self-Care: Consider the work-life balance that you need Geography Finances Exploration and Research Occupational Research Informational Interviews with people in your field of interest Educational Research – What sort of training or credentials would you need? Industry Research Professional & Trade Associations in the field Gaining Experience & Credentials Short-Term Training Education (Classroom and e-Learning) Internships Volunteer Work Interim or Temporary Employment Job Shadowing Implementing Career Strategy Updating CV Job Application Salary Negotiation
- Divide class into 2 groups Each group should select 2 “soldiers” The 2 soldiers need to cross the minefield blindfolded, while the rest of the group will be the navigators, guiding them through it Each group will be timed on how quickly they can get their 2 soldiers safely out of the minefield The group with the shortest time record wins
- This emotional commitment means engaged employees actually care about their work and their company. They don’t work just for a paycheck, or just for the next promotion, but work on behalf of the organization’s goals. When employees care - when they are engaged - they use discretionary effort.
- Planning Management best practices involve hiring the right employee for the right job so that employees remain content with their work and employer. Businesses should keep their job descriptions realistic and have an orientation program that thoroughly familiarizes employees with the workplace and their job roles and responsibilities. Survey A business should hire a professional consulting company to issue surveys to employees before making improvements to increase employee engagement. While a business owner can create surveys himself, a specialized consulting company experienced in increasing engagement can suggest areas of improvement to the business owner after analyzing survey results. Flexibility Businesses with employees who take care of dependents should provide them with flextime or a compressed workweek and generous leave benefits to increase engagement, according to the Families and Work Institute. Flextime allows employees to modify the hours they work and a compressed workweek allows them to accomplish weekly work in four days instead of five. Trust Employers should provide openness and transparency when dealing with workers, even when they have to disclose bad news such as reduced hours. Employees trust executives who live by example, so business owners should hold themselves to the same standard of conduct as they do their employees. Compensation Employees expect fair compensation for their work and business owners should provide producing employees with bonuses. This compensation should also include pay increases and better positions for employees who consistently exceed expectations. Employers should offer compensation that involves employees in the future of the company, such as offering stock options and profit sharing. Games Business owners should work competitions into their business models to engage employees. Splitting employees into groups and keeping score of their accomplishments breaks up the monotony of work, gives them focus and increases productivity. Social recognition of employee victories further develops engagement. Recreation Employees appreciate recreational activities their employer offers, such as a company barbeque and volunteer activities in which management and business owners participate. These activities allow management to form a personal bond with employees, which increases the emotional satisfaction of their workers.
- It is important to note that training focuses on improving an employee’s skill level as related to his/her current job; while development has a more long-term focus intended to help an employee prepare for future jobs.
- Think Big Program: (e.g. reuse paper, paperclips, rubber bands, integration of forms to eliminate rubber stamps, Metrobank Online)
- Sir Kenneth Robinson (born 4 March 1950) is an English author, speaker and international advisor on education in the arts to government, non-profits, education and arts bodies.